An internal control manual is critical for local government to enhance accountability and consistency in operations. Ron Steinkamp outlines the six key steps to developing an effective manual.

1. 14 / March 2014 The Missouri Municipal Review www.mocities.com
M
any times problems
arise at governmental
entities due to the
lack of appropriate
internal controls or failure to follow
already established internal controls.
Here are two particular instances
discovered when assisting government
entities with internal audit and fraud
investigations.
City X – City X did not have
internal controls established to ensure
that recreational league fees paid to
the parks department were properly
safeguarded, accounted for and
deposited. The city parks director
collected these fees and was responsible
for depositing them into the city bank
account – without any additional
oversight. As a result, the city parks
director was able to steal approximately
$15,000 over a three-year period in
fees paid by residents for recreational
leagues.
City Y – City Y had established
internal controls that were documented
in its policies and procedures manual,
over the drawdown of federal grant
funds it was owed. However, the
manual was seldom referred to and
eventually forgotten over time. So, City
Y was actively looking into finding out
why they had failed to draw down in a
timely manner more than $6 million in
federal funds owed. It was discovered
that an accountant, who had been hired
in the past year, was not told about the
controls established and documented
in the policies and procedures manual,
making the internal controls a moot
point.
These are just a couple of examples
that show the need to document internal
controls. This article will define what
internal controls are, discuss why a
manual is critical for local government,
and outline the steps to develop a
manual and the related components.
Internal Control
It is crucial to define what
internal control is before delving any
further into the topic of an internal
control manual. The best and most
widely accepted definition of internal
control comes from the Committee
of Sponsoring Organizations of the
Treadway Commission (COSO) that
was founded in 1992 and issued the
Internal Control Integrated Framework.
COSO defines internal control as:
“A process, effected by an entity’s
board of directors, management
and other personnel. This process
is designed to provide reasonable
assurance regarding the achievement
of objectives in effectiveness and
efficiency of operations, reliability of
financial reporting, and compliance
with applicable laws and regulations.”
This definition translates well to
local government entities by simply
replacing “board of directors” with
“elected officials” in the first line
above. The definition also focuses
on the fiduciary responsibilities of
local government entities to ensure
the effectiveness and efficiency of
operations, reliability of financial
reporting, and compliance with
applicable laws and regulation.
DEVELOPING AN INTERNAL
CONTROL MANUAL
by Ron Steinkamp, CPA, CIA, CFE, CRMA, CGMA
PLAN
REVIEW
EVALUATE
DESIGN
DOCUMENT
EDUCATE
I n t e r n a l C o n t r o l :
“ A p r o c e s s , e f f e c t e d
by an entity’s board of
directors, management
a n d o t h e r p e r s o n n e l .
This process is designed
to provide reasonable
assurance regarding the
achievement of objectives in
effectiveness and efficiency
of operations, reliability
of financial reporting, and
compliance with applicable
laws and regulations.”
Why Develop An Internal
Control Manual
G o v e r n m e n t o f f i c i a l s a r e
accountable to the public. They
have been entrusted with four main
fiduciary responsibilities. The first is the
responsibility to comply with all federal,
state and local laws and regulations.
The second is the responsibility to
properly handle and safeguard public
funds. Their third responsibility is to
operate in an efficient and effective
manner. Finally, government officials
are responsible for achieving results.
The Government Finance Officers
Association (GFOA) recommends that
every governmental entity document
accounting policies and procedures in
order to enhance accountability and
consistency. GFOA further recommends
that this documentation:
• Delineate the authority and
responsibility of all employees,
especially the authority to
allow transactions and the
responsibility for the safekeeping
of assets and records.
Figure 1

2. www.mocities.com The Missouri Municipal Review March 2014 / 15
STEPS KEYS
PLAN Gain City Council and Management support.
Establish clear objectives and timelines for completion.
Select a project team and leader.
Determine the format of the manual.
Identify processes to include in the manual.
Identify process owners.
Meet with process owners to notify them of the project and gain their
support.
Assign team responsibilities.
Schedule team check points.
REVIEW Review currently documented policies and procedures.
Walk-through “as is” process with the process owner.
Document the “as is” process.
Validate the “as is” process documentation with the process owner.
EVALUATE Identify existing internal controls in the “as is” process.
Determine the adequacy and effectiveness of the existing controls.
Identify any missing controls or poorly designed controls.
Discuss evaluation results with the process owner and seek input on the
design and/or redesign of the process and related internal controls.
DESIGN Redesign the process with adequate and effective internal controls.
Walk-through the redesigned process with the process owner.
Make changes as necessary to the process design.
DOCUMENT Formally document the process and related internal controls.
Compile an internal control manual with all processes and controls.
EDUCATE Roll-out the manual and train all affected employees.
As appropriate, based on position, make Internal Control Manual
training part of new hire orientation.
Consider periodic refresher training.
Figure 2
• Indicate which employees are to
perform which procedures.
• Explain the design and purpose
of control-related procedures to
increase employee understanding
and support of controls.
Effective internal controls can
assist every aspect of government
operations by assuring compliance
with applicable laws and regulations,
safeguarding public funds, ensuring
operational effectiveness and efficiency,
and monitoring the achievement of
results. Good governance through
accountability and recommended
practice dictate that local government
entities develop internal control
manuals.
Steps for Developing An Internal
Control Manual
As depicted in Figure 1 (left),
there are six key steps to developing
an internal control manual. It is critical
that these steps be followed in the order
presented.
With each step, there are several
keys that should be considered as
presented in Figure 2 above.
Components Of An Internal
Control Manual
An Internal Control Manual
should at a minimum contain the
following sections detailed below.
Introduction – The introduction
should include the purpose, scope
and authority of the manual. It should
provide a discussion of how to use the
manual, as well as whom to contact
with questions related to the manual
and internal controls.
Internal Control Basics – This
section should provide a definition
of internal control and emphasize
the importance of internal controls
in the organization. It also should
explain management’s responsibility
for internal controls.
F r a u d A w a r e n e s s – T h i s
section should define fraud and its
characteristics. It also should identify
each employee’s responsibility for
fraud reporting, as well as how to report
fraud to management.
Control Activities – This section
is the heart of the manual and should
identify procedures and critical internal
controls within key processes such as:
• Revenue – Taxes, fines, fees, etc.
• Procurement
• Expense disbursement
• Human resources and payroll
• Treasury
• Financial reporting
• Fixed assets
• R e g u l a t o r y c o m p l i a n c e –
including grants
Information systems and security
A properly developed and
i m p l e m e n t e d I n t e r n a l C o n t r o l
Manual will not solve all issues
faced by an organization, but it
can certainly assist in anticipating,
preventing and controlling many
problems that could arise.
Ron Steinkamp is a principal of the firm Brown
Smith and Wallace.